Management Report
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Management Report 2003 Nestlé’s strategic priorities are focused on delivering shareholder value through the achievement of sustainable, capital efficient and profitable long-term growth Key figures Ī Key figures by management responsibility and geographic area 2003 2002 2001 Sales Zone Europe (a) 32.5% 28 574 28 068 26 742 In millions of CHF Zone Americas 31.4% 27 655 29 293 26 598 Zone Asia, Oceania and Africa 16.4% 14 432 14 880 15 458 Nestlé Waters 9.2% 8 066 7 720 7 418 Other activities (a) (b) 10.5% 9 252 9 199 8 482 100% 87 979 89 160 84 698 EBITA Zone Europe (a) 28.4% 3561 3442 2 942 (Earnings Before Zone Americas 33.1% 4 150 4 189 3593 Interest, Taxes Zone Asia, Oceania and Africa 20.0% 2 508 2 564 2653 and Amortisation Nestlé Waters 6.2% 782 696 622 of goodwill) Other activities (a) (b) 12.3% 1537 1 517 1536 In millions of CHF 100% 12 538 12 408 11 346 Unallocated items (c) (1 532) (1 468) (1 359) EBITA 11 006 10 940 9 987 Capital expenditure Zone Europe (a) 28.7% 925 868 954 In millions of CHF Zone Americas 22.9% 739 904 747 Zone Asia, Oceania and Africa 16.8% 541 584 626 Nestlé Waters 20.0% 647 769 839 Other activities (a) (b) 11.6% 375 322 330 100% 3227 3447 3496 Unallocated items (d) 110 130 115 3 337 3577 3611 (a) Eismann, a frozen food distributor, has been reclassified from Zone Europe to Other activities because it is under a new management following the December 2003 announcement that this business, or at least a majority stake, has been put up for sale. 2002 comparative figures have been restated (b) Mainly Pharmaceutical products, joint ventures and “Trinks” (Germany) (c) Mainly corporate expenses as well as research and development costs (d) Corporate and research and development property, plant and equipment Key figures by product group 2003 2002 2001 Sales Beverages 26.7% 23 520 23 325 24 023 In millions of CHF Milk products, Nutrition and Ice cream 26.5% 23 283 23 376 23 041 Prepared dishes and cooking aids 18.3% 16 068 15 834 15 092 Chocolate, confectionery and biscuits 11.6% 10 240 10 774 11 244 PetCare 11.2% 9 816 10 719 6232 Pharmaceutical products 5.7% 5052 5132 5 066 100% 87 979 89 160 84 698 EBITA Beverages 32.2% 4 038 4 075 4 259 (Earnings Before Milk products, Nutrition and Ice cream 22.3% 2 796 2 756 2 578 Interest, Taxes Prepared dishes and cooking aids 15.0% 1 884 1 712 1573 and Amortisation Chocolate, confectionery and biscuits 8.4% 1 047 1 180 1234 of goodwill) PetCare 11.5% 1 444 1 418 453 In millions of CHF Pharmaceutical products 10.6% 1 329 1 267 1 249 100% 12 538 12 408 11 346 Unallocated items (e) (1 532) (1 468) (1 359) EBITA 11 006 10 940 9 987 Capital expenditure Beverages 28.0% 936 1 004 1 062 In millions of CHF Milk products, Nutrition and Ice cream 12.6% 421 495 573 Prepared dishes and cooking aids 7.5% 251 304 267 Chocolate, confectionery and biscuits 6.3% 208 285 249 PetCare 7.6% 254 284 193 Pharmaceutical products 2.6% 86 101 99 64.6% 2 156 2473 2443 Administration, distribution, research and development 35.4% 1 181 1 104 1 168 100% 3 337 3 577 3 611 (e) Mainly corporate expenses as well as research and development costs Table of contents 3 Letter to Shareholders 6 Directors and Officers 12 Group performance 12 A constant strategy… value creating… transforming… leading… 14 Key figures (consolidated) 17 Sales 18 Profitability 19 Return on invested capital, capital expenditure and cash flow 20 Acquisitions and divestitures 21 Financial position 22 GLOBE – Global Business Excellence 24 Sustainable development 26 Applying the Nestlé Corporate Business Principles Nestlé and the UN Global Compact 27 Customers and consumers Society and public/private partnerships Employees 30 Agricultural raw materials Environment 32 Management responsibilities: Food and beverage 34 Zone Europe 38 Zone Americas 42 Zone Asia, Oceania and Africa 46 Nestlé Waters 50 Products and brands 52 Beverages 54 Milk products, Nutrition and Ice cream 56 Prepared dishes and cooking aids 58 Chocolate, confectionery and biscuits 60 PetCare 62 Nestlé FoodServices (Out-of-Home) 64 Alcon 66 Associated companies and pharmaceutical and cosmetic joint ventures 68 Nestlé and Nutrition: Good Food, Good Life at the heart of our business 82 General information 83 Manufacture and sale of products 84 The story of Nestlé: from nutrition to wellness 86 Agenda for the 137th Ordinary General Meeting of Nestlé S.A. 87 Important dates 2004 88 Shareholder information Annexes 2003 Financial statements Consolidated accounts of the Nestlé Group Annual report of Nestlé S.A. Corporate Governance Report 2003 In this document, the brands in italics are registered trademarks of the Nestlé Group 1 Nestlé Management Report 2003 Rainer E. Gut Peter Brabeck-Letmathe Chairman of the Board Vice Chairman of the Board and Chief Executive Officer 2 Nestlé Management Report 2003 Letter to Dear shareholder, Shareholders The volatile trends prevailing in 2002 continued through 2003, with currency crises, economic uncertainty, continued trade disputes and political uncertainty in many parts of the world. 2003 also brought conflicts in Iraq and Côte d’Ivoire, as well as the SARS outbreak in China and other Asian countries. Nestlé’s performance in such an environment underlines the benefit of its geographic spread, leading market positions and strong brands. Earnings before interest, tax and amortisation of goodwill (EBITA) reached CHF 11.0 billion, with margins moving forward from 12.3% to 12.5%. At constant currency, the margin improvement would have been even more marked, with a 2003 margin of 12.9%. The development of the Group’s sales was held back for the second consecutive year by the strength of the Swiss franc. Reported sales, in Swiss francs, were down 1.3%, due mainly to the 7.6% negative currency impact. In US dollars, sales would have increased by an impressive 13.7%. The most important element in the development of sales, organic growth, was 5.1%, consisting of 2.2% real internal growth (RIG) and 2.9% pricing. This strong pricing performance reflects our strategy to protect margins in an environment characterised by higher raw material costs, particularly cocoa, and inflationary environment, particularly in Latin America countries. Such pricing action often results in a temporary slowdown in RIG. The contribution from acquisitions, net of divestitures, was 1.2%. The Company’s net profit and earnings per share performance are not comparable to that of 2002 because of the positive one-time benefits in that year that resulted from the partial IPO of Alcon, our ophthalmic business, and the disposal of Food Ingredients Specialities, as well as the one-time charges taken relating to restructuring and impairments of both goodwill and tangible fixed assets. The net profit for 2003 was CHF 6.2 billion, a margin of 7.1%, whilst earnings per share were CHF 16.05. The underlying net profit, excluding the significant one-time benefits, charges and amortisation, impairments and restructuring costs, was CHF 7.8 billion, whilst the underlying earnings per share increased 7% to CHF 20.23. The Company’s operating cash flow was CHF 10.1 billion, whilst the free cash flow in 2003 was CHF 6.4 billion, or 7.2% of sales, a slight improvement over 2002. Net debt decreased to CHF 14.4 billion, which underlined the AAA credit rating, recognising the Company’s financial strength and significant free cash flow generation. In view of our performance in 2003 and of our positive prospects, the Board proposes a dividend of CHF 7.20, an increase of 2.9% over the CHF 7.– per share paid for 2002. In the difficult business environment during 2003 a priority for Nestlé was to maintain our trend of improving sustainable profit margins. Key to this achievement were the Group’s efficiency initiatives, as well as the GLOBE programme. Target 2004+ delivered cost savings of CHF 930 million from our manufacturing assets. This asset base continued to evolve and, during the year, we acquired or opened 29 factories and sold or closed 26 of our facilities. 2003 was the first year in which Project FitNes realised significant savings from our administrative cost base, with CHF 220 million achieved and reflected in a 20 basis point reduction in administrative costs as a percentage of sales. 3 Nestlé Management Report 2003 GLOBE, standing for Global Business Excellence, is the enabler for many of our savings. This programme remained on course in 2003, with a global roll-out of its business excellence and data standardisation elements, as well as the successful implementation of a common IT platform in countries in each of the three Zones. In 2003 we made two acquisitions that contributed to our position, built over the last decade, as one of the world market leaders in ice cream. We completed the merger of the Dreyer’s Grand Ice Cream Company with our USA ice cream business in June 2003. This important merger gives us leadership in the USA, the world’s largest ice cream market. We have moved quickly to begin to integrate the two businesses, and believe that this is a truly transforming deal for Nestlé, both in terms of scale, but also in terms of financial performance for this category. The enlarged Dreyer’s is listed on the NASDAQ, which provides a high level of transparency as the two companies realize the opportunities created by the merger.